Challenges in Supporting Young People’s Transition to Leadership (Part 1)
Shaping younger generations into leaders is not only a valuable opportunity but also a strategically important task for the future of organizations and societies. At the same time, preparing them for leadership presents a complex set of challenges for development specialists, educators, mentors, and the young people themselves.
Below, we review the challenges young people face in becoming leaders, the development opportunities available, and introduce the possibilities offered by the Lego® Serious Play® method in this process.
How can one prepare for a leadership role? Is it worthwhile to address this question as early as school?
First, let's look at the challenges that arise in the development of young, prospective leaders.
1. Lack of Experience vs. Rapid Expectations
Today's young people—especially members of Gen Z—often enter the world of work with leadership ambitions even in entry-level positions. However, the deeper experience necessary for self-reflection, leading others, and strategic thinking is often still missing.
2. Self-Reflection and Self-Knowledge
Effective leadership is primarily not about holding a position but a matter of the ability to connect with people. Young people have generally not yet had the opportunity to work on their own leadership practices based on feedback. Due to their age and limited experience, their capacity for self-reflection needed for leadership development, their conscious communication necessary for cooperating with people, and their stress management skills naturally require development.
3. The Digital World – The Retreat of Personal Skills
Young people who grew up in the digital environment often excel at online communication, but they may find it challenging to create a live, emotionally charged, personal leadership presence. Conflict management, persuasion, exerting influence, or even an inspiring demeanor are all skills that can be learned, yet are often not taught even in high school. Young leaders frequently find it difficult to bridge generational differences and collaborate with more experienced colleagues (Ozolina et al., 2024).
4. External Expectations and Internal Uncertainties
One of the biggest hurdles for young leaders is the lack of self-confidence. Many do not feel "good enough" to lead others—especially if their age dictates they must manage older colleagues.
5. Need for Quick Success – Instead of Long-Term Development
Young people often expect immediate feedback, rapid progress, and results. However, leadership is a lifelong learning process where failures yield at least as much value as successes. Self-reflection, patience, conscious growth, and mentored support are key to development.
It is essential that young people receive space and support to form their own leadership identity. Supporting the development of young leaders is thus a conscious, systematic, and trust-based development process that requires practical experience, self-reflection, personal example, and inspiring tools simultaneously. A wide range of development tools is available (training, coaching, workshops, shadowing, etc.); however, within the framework of higher education, the opportunity to create and simulate real-life situations is limited.
The question arises: Can a young person prepare for a leadership role without experiencing real situations? How can someone at the beginning of their professional career decide whether leadership is the right path and whether they should intentionally prepare for it?
My answer, based on my higher education experience, is: Yes, there is an opportunity to consciously prepare for this role. It is important that, in addition to the theory of leadership, we provide students with opportunities to try themselves out in as many simulation situations as possible, to support them in developing their self-knowledge, so that they can become responsible and conscious leaders.
Written by: Dr. Edit Bányai, associate professor